Winmark Corporation, the resale franchisor behind brands like Platon’s Closet, Once Upon A Child, Play It Again Sports, Style Encore and Music Go Round, has quietly become a sustainability powerhouse. By buying and selling gently used items, the company has extended the life of 1.7 billion products since 2010 – a staggering average of 182 million products per year, or six products every second.
The effect is felt. Last year alone, Winmark franchisees paid more than $500 million to local vendors across North America, offering a way to make money by diverting items from landfills. “If it weren’t for us, all of this stuff would be in your closet, basement, garage or landfill,” said CEO Brett Heffes.
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The key to success
Winmark has had a franchise renewal rate of 99% over the past decade thanks to a model that expects franchisees to follow a proven operating manual that has been refined for 35 years. “We don’t sell franchises; we reward them. It sounds like a marketing gimmick, but I assure you it’s not,” says Heffes, emphasizing Winmark’s focus on finding candidates who are committed to running the business the right way.
This deliberate growth strategy has paid off. Winmark’s store count has grown 60% since 2002, but systemwide sales are up more than 400%, according to Heffes. “Ninety-five percent of our resources are focused on our current stores,” says Heffes. “We want them to be better. If they’re stronger, more people will want to join.”
Instead of favoring rapid expansion like some other franchisors, Winmark prefers a “slow and steady” approach. Most franchisees only operate in one location, and the company carefully evaluates candidates before allowing expansion.
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Value-oriented resale
Winmark’s customer philosophy drives its growth. An impressive 90% of franchise candidates start out as customers who believe in the business and mission. “People want to have a purpose,” says Heffes. “Everybody wants to make a living and they want to make money, but they also want to have some social benefit and community benefit, and this opportunity allows them to do both.”
The company’s focus on value-oriented sales — an average price point of $11 at Plato’s Closet or $5 items at Once Upon A Child — set it apart from luxury-focused competitors. “We process millions of low-cost products every day,” notes Heffes.
Use of technology
As consumer expectations around sustainability evolve, so does Winmark’s strategy. “Winmark is constantly evaluating and improving our strategies for how artificial intelligence and automation can improve the franchisee and customer experience,” said Gaudette. Emerging technologies will play a key role in streamlining operations, increasing efficiency for franchisees and providing better customer perceptions.
“From enhancing training and labor to improving personalization, technology will help drive Winmark and our franchise partners forward,” said Gaudette.
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Stability over flash
Winmark franchisees enjoy more than just strong sales. Its brands have become community staples, and the company’s longtime leadership team—many with more than 20 years at Winmark—continues to value stability over flash.
“We want to cement our place as a heritage asset in the community. We want people and owners to think of our stores the same way they think of hospitals, libraries, churches — as if we’re around, and we’ll be there regardless of ownership,” Heffes said.
Winmark sees significant room for growth. But for now, Heffes is focusing on the basics: helping franchisees thrive, empowering local communities and extending the life of six more items every second.
